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The 4 Disciplines of Execution: Achieving Your Wildly Important Goals (English Edition)

An insightful new book from the multimillion-copy bestselling author Sean Covey and the FranklinCovey organization based on their work with hundreds of thousands of employees and large companies to unveil the essential disciplines proven to help businesses and individuals realize their most important goals.

Do you remember the last major initiative you watched die in your organization? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities?

By the time it finally disappeared, it’s likely no one even noticed.

What happened? The “whirlwind” of urgent activity required to keep things running day-to-day devoured all the time and energy you needed to invest in executing your strategy for tomorrow! The 4 Disciplines of Execution can change all that forever.

The 4 Disciplines of Execution (4DX) is a simple, repeatable, and proven formula for executing on your most important strategic priorities in the midst of the whirlwind. By following The 4 Disciplines:

• Focusing on the Wildly Important

• Acting on Lead Measures

• Keeping a Compelling Scoreboard

• Creating a Cadence of Accountability

leaders can produce breakthrough results, even when executing the strategy requires a significant change in behavior from their teams.

4DX is not theory. It is a proven set of practices that have been tested and refined by hundreds of organizations and thousands of teams over many years. When a company or an individual adheres to these disciplines, they achieve superb results—regardless of the goal. 4DX represents a new way of thinking and working that is essential to thriving in today’s competitive climate. Simply put, this is one book that no business leader can afford to miss.

网友对The 4 Disciplines of Execution: Achieving Your Wildly Important Goals (English Edition)的评论

1. 操作性强;
2. 可以用于任何目标/任务的完成。特别是带领团队的leader,这必然是必不可少的。
3. 书印刷质量不错,毕竟有那么贵。

This is an exceptional book that can be best summarized in one sentence: "Start with the end in mind." The book addresses how to get a team to focus on ultimate goals and work backwards. As a strategy consultant, I definitely found the book to be a solid read because it takes away much of the daily minutiae that consultants and leaders often get tripped up by (what the authors term the "whirlwind").

Positives:
Although I already implement many of the methods outlined in the book in my work, I found that the book summarized the methods very succinctly. Of particular importance were the discussions on lead and lag measures (measures we want to ultimately change versus measures we have the power to directly influence), periodic reporting and limiting those meetings to short intervals, encouraging buy-in from employees, and allowing employees to see how their contributions are contributing to the overall goals of the organization.

Negatives:
My enthusiasm for the 4 disciplines content began to wane over time as the authors rehashed it over, and over, and over again. I found myself asking "didn"t I read this point 3 times already?" I began to wonder if the book couldn"t have been 1/2 the length. Overall, it wasn"t extraordinarily frustrating, but I did find it very redundant.

I purchased the Kindle version which is peppered with links to the 4DX paid-membership website. I recognize that FranklinCovey is a business, but as just an ebook reader I found this to be very distracting and self-promotional. I would have favored either the links to be removed or to receive a 1-month complimentary membership so that I could see what the links were referring to.

I purchased this book for leading my team in developing better execution. We have for several years been working to implement better business development and portfolio development processes for our engineering firm. However, time and time again we have failed. Thinking that the plan was bad we would go back to the drawing board and would try to development a new plan and then implement it. This time around we used the principles in this book and focused instead on execution. This was the key difference. By focusing on the execution we have finally been successful. The results speak for themselves, we have brought in $1 million in new work and added 15 new clients - something which in the engineering word is difficult and time consuming to do.

If you"re interested in Agile methodologies, this book is for you, though the authors don"t advertise it as such; it"s not even mentioned in the contents. The fundamental principles being outlined here are effectively the same as those behind Scrum and other Agile frameworks (see e.g. Scrum: The Art of Doing Twice the Work in Half the Time), however this might be more palatable and easier to understand for the general business audience. It also focuses much more on the business" "Wildly Important Goals", whereas Scrum tends to be more specific to individual projects (though the two are not mutually exclusive.)

As other reviewers have indicated, the book is very repetitive; the essentials could likely be presented in a hundred pages or less.

It"s also worth noting that the key to success with any Agile framework is, indeed, discipline. As soon as you start letting things slip, you"ve lost the game. And if you don"t have resources dedicated to keeping the organization accountable for maintaining the discipline, you"re unlikely to succeed.

Just finished reading The Four Decisions of Execution. As a CPA and coach for small to medium sized businesses, we believe execution is the missing piece of the "business puzzle". There is never a shortage of great ideas, likewise there is never time to get them done. The solution lies with an effective system for execution outside of the "whirlwind". The authors do a marvelous job of explaining the concepts along with practical examples. The answer is to get things done outside of the "whirlwind" - a fantastic, understandable analogy.

We will recommend this book to our coaching clients. Buy it, and take action. Make it happen. You can do it.

we were asked to read this as a part of an initiative being rolled out at work. the entire book could be summed up into a single paragraph - ridiculous amount of redundancy and really obvious

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